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• Being a good employer
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"The Experian Business Network has helped me recognise my current contribution and leadership potential, and to build a network so I can work better across the global organsiation. The mentoring has ultimately challenged me to take the next step in my career development.”

Alison Collins
Corporate Development Manager

Case studies section

Being a good employer is critical to Experian’s success and we invest over 40% of our revenue in attracting, developing and retaining the best people for our business.

Employees are drawn from as diverse a pool as possible and the gender and ethnic profile broadly reflect that of the populations in which we operate. However, we’re not complacent; our business is developing a tool which can help us examine ethnic mix more closely and plan recruitment and development activity accordingly. We have trialled this in the UK this year and are considering how it could be used more widely. We’re also taking direct steps, and have established several programmes to extend the diversity of our senior management team. In the US and South Africa we closely monitor ethnic mix and take positive action to address any imbalance.

Despite Group cost efficiency measures, which included some redundancies again this year, we have continued to invest in our people’s development. Examples of this investment include our a global leadership programme to help our people lead within our matrix structure, language training in our EMEA offices and both work related and personal development though the Serasa Experian School in Brazil.

And at a time when social awareness and being a good corporate citizen is important both to current employees and in attracting the best talent for the future, we are also taking an alternative look at how we develop our people. A good example is the UK’s ‘Inspire’ management development programme, which has community involvement embedded at its heart. It’s been so successful we’re piloting a global roll out.

Keeping as many good people as we can and providing a strong development path for them is something we’re prioritising and in the 12 months to March 2009, 69% of senior leadership appointments were the result of internal promotions.

As well as a clear path ahead for development, the people we employ need to believe in the way the Group is being managed and social and ethical issues are top of mind. ‘Doing it Right’ is one of four behaviours expected and measured globally through a standard appraisal system. And our business has taken steps towards formally signing up to the UN Global Compact, ensuring policies and processes are aligned with Human Rights best practice.

Taking our people’s feedback on how we’re doing continues to be important to us; this year we ran our global survey again for the second time and achieved 84% employee participation, up from 73% the previous year. Engagement was up by 3%.

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